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Innovation Thinking: Evolve and Expand Your Capabilities
- 1. ML PM Tutorial 10/13/2014 1:00:00 PM "Innovation Thinking: Evolve and Expand Your Capabilities" Presented by: Jennifer Bonine tap|QA Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888-268-8770 ∙ 904-278-0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
- 2. Jennifer Bonine tap|QA, Inc. Jennifer Bonine is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading de quality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s largest technology companies, Jennifer served as a strategy exec marketing for the C-Suite. In her career, she has had several opportunities to build global teams from the ground up and has been fortunate to see how many of the world’s top companies operate from the C-Suite viewpoint. Speaker Presentations fer Bonine is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading de quality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s largest technology companies, Jennifer served as a strategy executive and in corporate Suite. In her career, she has had several opportunities to build global teams from the ground up and has been fortunate to see how many of the world’s top companies Suite viewpoint. is a VP of global delivery and solutions for tap|QA, Inc., a global company that specializes in strategic solutions for businesses. Jennifer began her career in consulting, implementing large ERP solutions. She has held executive level positions leading development, quality assurance and testing, organizational development, and process improvement teams for Fortune 500 companies in several domains. In a recent engagement for one of the world’s utive and in corporate Suite. In her career, she has had several opportunities to build global teams from the ground up and has been fortunate to see how many of the world’s top companies
- 3. 1 © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved Insights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian. Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd. . Innovation Thinking Evolve and Expand Your Capabilities Facilitated By: Jennifer Bonine © The Insights Group Ltd, 2009. All rights reserved. Logistics for the day . • Training starts at 1:00 pm • Break between 2:30 and 2:45 pm • Plan to end at 4:30 pm
- 4. 2 © The Insights Group Ltd, 2009. All rights reserved. Ground Rules • Cell phones to vibrate • Open minds • Listen • Contribute to session will get more out of it – Participation is key • Be present • This is for you soak it in © The Insights Group Ltd, 2009. All rights reserved. Agenda for Session • I’ll talk • Then you’ll talk • We will all move around and do some activities • Then I’ll talk some more • You’ll talk some more • We all leave with a better understand yourselves as leaders and how to have maximum impact as a leader leveraging strengths in your teams
- 5. 3 © The Insights Group Ltd, 2009. All rights reserved. Speed Chat • Take a card • Get to as many people in the room as you can and write their responses down on your card • Ask your question then make sure you give your response to that person’s question © The Insights Group Ltd, 2009. All rights reserved. What Do You Think? Harvard Business Review 2002 What percentage of business issues are due to the lack of inter-personal communication skills not the competencies of the parties? 87%
- 6. 4 © The Insights Group Ltd, 2009. All rights reserved. The Steps to Innovation Effectiveness Step 1 Explore and discover more about yourself Step 2 Learn how to recognize and appreciate others’ differences Step 3 Learn how to adapt your behaviour to interact more effectively with others Step 4 Take action and put your learning into practice Page 4 © The Insights Group Ltd, 2009. All rights reserved. Innovation Strategy tweet _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use the spaces above to succinctly create your 140 character tweet for your strategy around innovation. See Example below: Innovation for us is no limits, no penalty for creativity, all ideas are heard, and we try the best ones quarterly
- 7. 5 © The Insights Group Ltd, 2009. All rights reserved. Perception You will see the world differently from the way other people see it. Page 7 © The Insights Group Ltd, 2009. All rights reserved. © The Insights Group Ltd, 2009. All rights reserved. nsights Discovery and Insights Learning Systems were originated by Andi and Andy Lothian. Insights, Insights Discovery and the Insights Wheel are registered trademarks of The Insights Group Ltd.
- 8. 6 © The Insights Group Ltd, 2009. All rights reserved. INTR 4.2 Perception Perception News Flash: Cmabrigde Uinervtisy Rscheearch Aoccdrnig to a rscheearch at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef but the wrod as a wlohe. The mind interprets patterns based on past experience – or on patterns it already knows Compass Learning Guide – The Key to Personal Effectiveness – Section 1.3
- 9. 7 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Strategy Remember Your Vector Math! = 0 Multiple innovation initiatives Bubble-up management Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core & Context ContextCore
- 10. 8 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Underlying Drivers in Growth Markets Technology Adoption Strategies Techies: Just try it! Pragmatists: Stick with the herd! Conservatives: Stick with what’s proven! Skeptics: Just say No! Visionaries: Get ahead of the herd! Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Technology Adoption Life Cycle Chasm Early Market Bowling Alley Tornado Main Street
- 11. 9 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Time MarketGrowth Technology Adoption Life Cycle Growth Market Mature Market Declining Market Indefinitely elastic middle period End of Life A Fault Line! E D C B The Category Maturity Life Cycle Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” A E D C B Cisco Systems and The Category Maturity Life Cycle Non-Internet Protocol Support • SNA • ATM Frame Relay • Novell Netware • Etc. Internet Routers • Core • Edge • Access Internet Switches • Modular • Stackable Advanced Technologies • VOIP • Security • Wireless • SAN switches Home Networking • Wireless networks • VOIP adapters Sector Futures • Data Center Virtualization • Service Provider Triple Play • The Networked Home Problem Children • Optical network equipment • Service Provider access
- 12. 10 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Volume Operations Model Consumers Consumers Consumers Consumers Consumers Consumers Consumers ConsumersDistribution Channel Shared Infrastructure Offer Offer Offer Offer OfferOffer Offer Offer Technology Brand Advertising Promotions Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Cyclicality & Strategy C1 V1 Volume operations commoditize categories created by complex systems Complex Systems Volume Operations Complex systems respond by creating the next level of complexity C2 C3V2 V3
- 13. 11 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Disruptive Innovation Application Innovation Product Innovation Platform Innovation Enhancement Innovation Integration Innovation Experiential Innovation Process Innovation Marketing Innovation A Broad Universe of Innovation Types Value Migration Innovation Line Extension Innovation Value Engineering Innovation Harvest & Exit Renewal Innovation Organic Renewal Acquisition Renewal Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Four Innovation Zones Disruptive Innovation Application Innovation Product Innovation Platform Innovation Enhancement Innovation Integration Innovation Experiential Innovation Process Innovation Marketing Innovation Business Model Innovation Line Extension Innovation Value Engineering Innovation Harvest & Exit Renewal Innovation Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Category Renewal Zone
- 14. 12 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Disruptive Innovation Application Innovation Product Innovation Platform Innovation Innovation Types for Growth Markets The Product Leadership Zone Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Types for Growth Markets Product New Existing Market New Existing Disruptive Innovation Product Innovation Application Innovation Platform Innovation
- 15. 13 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Experiential Innovation Marketing Innovation Innovation Types for Mature Markets The Customer Intimacy Zone Customer Intimacy Zone Enhancement Innovation Line Extension Innovation Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Types for Mature Markets The Operational Excellence Zone Integration Innovation Process Innovation Value Migration Innovation Value Engineering Innovation Operational Excellence Zone
- 16. 14 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Innovation Types for Declining Markets Leveraging Category Renewal Harvest & Exit Category Renewal Organic Acquisition Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core Becomes Context Over Time The End of Core is Commoditization Subsidized cell phones SMS messaging Fashionable accessories Color screens Camera functionality Longer battery life Video games & downloads Cellular Telephony Example
- 17. 15 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” ContextCore Context Build-up CoreContext Start-up Established Enterprise Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Two Birds, One Stone Extract resources from context to repurpose for core
- 18. 16 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core/Context Analysis Framework Core Process creates differentiation that wins customers Context All other processes Mission Critical Process shortfall creates serious and immediate risk Non-Mission-Critical All other processes Differentiation Risk Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” The Cycle of Innovation Deploy Invent Offload Core Context Mission Critical Non-Mission-Critical Manage Manage Mission-critical Processes At Scale Extract Resources To Repurpose For Core Invent Differentiated Offering Deploy Differentiation At Scale Fund next innovation IV IIIII I
- 19. 17 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Mission Critical Non-Mission-Critical Clinging to Context How Resources Get Stuck Resources get stuck here Resources are added here for support Resources still get invested here But lack of resources here results in failure to deploy! Mission - critical risk Core Context IV IIIII I Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Core Context The Five Levers Model Extracting Resources from Mission-Critical Context 1. Centralize. Bring operations under a single authority to reduce overhead costs and create a single decision-making authority to manage risk 2. Standardize. Reduce the variety and variability of processes delivering similar outputs to further reduce costs and minimize risks. 3. Modularize. Deconstruct the system into its component subsystems and standardize interfaces for future cost reductions. 4. Optimize. Eliminate redundant steps, automate standard sequences, streamline remaining operations, substitute lower-cost resources, and instrument the process for monitoring and control. 5. Outsource. Drive processes out of the enterprise entirely to further reduce overhead, variabilize costs, and minimize future investment. Incorporate monitoring systems into Service Level Agreement Requires specialized support
- 20. 18 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” The Problem with Outsourcing What Happens to the Work Force? Resources Available Here Resources Wanted Here Core Context Mission Critical Enabling People being released lack the skills to fill the positions being opened IV IIIII I Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Resource Recycling AC B Work circulates clockwise People recycle counter-clockwise IV IIIII I
- 21. 19 Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Resource-Recycling Zones IV IIIII I Invention Zone Deployment Zone Optimization Zone Handoff # 1 Handoff # 2 Entrepreneurs Think outside the box to create new core Program managers Think inside the box to deploy processes at scale Process optimizers Think inside and outside the box to extract resources Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN” Resource Recycling Meets Outsourcing Zone rotations drive perpetual innovation 1 2 3 4 5 6 7 IV IIIII I
- 22. 20 © The Insights Group Ltd, 2009. All rights reserved. Innovation Strategy tweet re- done Original: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Use the spaces above to succinctly create your 140 character tweet for your strategy around innovation. See Example below: Innovation for us is no limits, no penalty for creativity, all ideas are heard, and we try the best ones quarterly Final: _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ © The Insights Group Ltd, 2009. All rights reserved. Committing to Action & Personal Reflection: • As you continue your journey, think about: •What did I discover about myself as a leader? •What do I appreciate about the styles of others? •How will I adapt my behaviour to get better results? •What is my key action?
- 23. 21 © The Insights Group Ltd, 2009. All rights reserved. Jennifer Bonine jbonine@tapqa.com